Obviously no one is completely indispensable. There are, however, people so important to a company that if they were to leave it would hurt the company for months or even years. Are you already one of those people? Should you be?
This is actually one of those "fine-line" areas where you need to be careful. It's great to be so important that you really matter in your company, but if they would be lost without you, then maybe you have gone too far. Consider this: If you died today would your family go on just fine after some adjusting? I hope they would. If they would be in jeopardy of losing everything or in dire straits, then you have not adequately prepared for your absence. Would you really want to hurt them in this way? Of course not. Allow me to suggest that you likewise need to leave your company, area, department, etc. in good capable hands before you move on as a matter of decency.
If you are the only holder of specialized knowledge or ability, that can be seen as a form of blackmail. It's kind of a "You'd better be good to me or else" way of being important in a company. I've seen this problem often. People have the mistaken impression that they have job security by being the only one who can perform this or that task, or who knows certain things. They are wrong in this assumption, and it almost always catches up to them.
Guys like me (consultants,) actually do our best to eliminate "exclusive expertise" by helping companies standardize their work processes. We help them spell-out the set of rules for completing work so that virtually anyone could perform most tasks. This is not a welcomed change for exclusive knowledge or expertise holders. I suppose we even rub salt in the wounds by asking them to help develop the rules for their specific expertise.
In-house "exclusive experts" often feel very threatened and even paranoid when someone so much as looks at them, or their process. They are very afraid that people will figure out that their job really isn't as tough as it appears to be, and most anyone could do it with a little coaching. These folks tend to be very territorial and anxious.
Remember, you can't go anywhere (promotions or otherwise) if you are the only person who can do a certain job. The company simply can't afford to lose you from that position. You may feel good about being important in that role, but the likelihood of burnout and job dissatisfaction is very high as the years roll by. And what if your job becomes obsolete over time? If you are a one-trick-pony, so to speak, then you have become obsolete as well.
Being good or even great at your job is commendable. It was the hope of whoever hired or promoted you into your current position that you would be great. Once you have reached that status you have to decide to stay the course and hold tightly to your expertise for imagined job security, or on the other hand, you could teach others how to replace you so you can move on.
When you teach and inspire others, you become indispensable in a whole new way. You model the best of what employees should be, and set the standard for excellence and cooperation. Those are exactly the kind of qualities bosses look for when filling positions of even greater responsibility.
The Power Axiom
An axiom is a statement that appears to always be true or at least generally be accepted as true. Using that definition we need to look at what makes people more powerful.
If I was your boss and I promoted you to become one of the managers I was responsible for, what did I actually do? It's not a trick question. Yes, I changed your title and responsibilities, gave you my vote of confidence, and hopefully even provided you with a needed pay raise. That's all well and good, but what was the transaction that took place?
I gave you power. I had power to give, and I gave it to you. Sure, you probably deserved it and maybe have earned it over years of fantastic service to the company, but in the end, someone who had the power had to give it to you.
So, what did I lose? I gave you something that I had which means by definition I now have less of that thing; in this case power. Right? Of course not! The "Power Axiom" states:
"When you give away power you become more powerful." I, as your boss just became more powerful by giving you power. Promotions are always a transfer of power to one having less power, from one having greater power. The end result is virtually always the same; both the giver and the receiver of power become more powerful.
We're not talking about bad or abusive power and tyranny; we are talking about the transfer of responsibility. From my perspective (the boss,) I now have someone I can rely on to take care of certain responsibilities I am charged to oversee. From your perspective, you have just received a vote of confidence from senior management, and are moving forward in your career.
We have both gained. This is especially true if you do a great job and make me (the boss,) look brilliant for identifying you and promoting you. As mentioned earlier, all of the very best bosses I have ever known are supreme delegators. They know in their hearts and souls that they can't possibly achieve all they want without the help of many good people, so they enlist them in their causes.
Since companies are a lot like families, consider the following analogy. In many "traditional" homes Mom takes care of the household and Dad earns the money which pays for the material needs of the family. Maybe the kids do a few chores around the house, but are otherwise only asked to do well in school and behave.
The house is cleaner and runs well because Mom has accepted the household responsibilities and is doing a great job. The bills get paid and extra funds allow for greater charitable contributions, family vacations and perks because Dad has accepted "bread-winning" as part of his role and responsibilities. Things are even nicer when the children clean their rooms and mow the lawn etc.
In many homes where there are divorced or single parents it is even harder to keep up with all that needs to happen to really make a household operate like clockwork. We all know people in this situation and it is exhausting just thinking about it.
Great bosses are, to some degree, like great parents. They aren't bossy, rather, they help everyone understand and fulfill their roles and contribute to the "family" to the best of their abilities. When a great boss really knows his or her staff, they can create an outstanding department, division, team, or company, for that matter, through a wise pattern of sharing the responsibilities for the success of the whole.
The "Go-To" Person
In all of the many companies in which I have worked, there has always been a "Go-To Guy or Gal" identified. You probably know who this person or persons are in your company. They all seem to have some very similar traits.
Go-To Person Characteristics:
- They have their finger on the pulse of almost everything going on in the company. They know the current "skinny" or information on nearly everything and share this knowledge with others as they see fit.
- They are powerful and respected for what and who they know, the reliable information they impart, and the influence they have.
- They always get the job done. Whatever the job is, everyone knows they can count on the "go-to" people to do a job well, on time, and with little or no support if needed. They will find a way.
- Most "go-to" people are very good company generalists. Some specialize in getting and disseminating accurate information, while others are called upon for their people skills when conflicts arise. Still others seem to have a way to pull resources together to make the "impossible" possible.
- Almost all "go-to" people are under-appreciated to some degree until their services are needed and then they are praised and given proper respect.
- "Go-to" people save the rears of most of us at one time or another and we are all grateful!
Are you a "go-to" person? If you are, that is great! If you are not, or don't really want to become one, then this could be a career limiting-decision. "Go-to" people are the in-house, expert base who bridge the gaps between what "regular" employees know or do and what they need to know or do.
The "Go-To" Quiz - In Your Work Area or Department:
- Do you know what everyone is working on?
- Do you regularly get asked to help with other people's projects?
- Do people show up at your desk or work area a few times every day to solicit your advice or opinions?
- Are you called into meetings with your superiors because they need the right answers?
- Are you among the very first to learn of major changes in your company?
- Do a large number of people believe they have implied or stated confidentiality with you?
- If you are on vacation or sick for a few days, do you get several panicked phone calls? Did your boss make sure he or she had your phone number before you left?
- Will outside vendors, suppliers, and customers request to speak with you specifically even if you're not assigned to their account?
Actually, I could ask dozens more questions that further illustrate the important role and function of "go-to" people in most companies. You could say these folks often provide the "yeast" for the bread, or the "mixer" for the cookie dough. They really make things happen.
You can become a "go-to" person by moving out of your comfort zone and getting involved. Sometimes you may be getting involved in things you have no responsibility for, or even authority to do anything about. That's ok, go-to people aren't afraid to take some chances.
If you're currently a bonafide expert at something in your company, that's terrific. If you can become great at 2 or 3 positions, that's even better. Four or five areas of expertise, and you are well on your way to becoming a "go-to" person. If you have limited expertise, but are well-connected, and know where to direct others who need information, that also serves you very well, and makes you a go-to person of sorts.
The reason for the emphasis is really fairly simple. The "go-to" people are almost always the last to go in the event there is a layoff or even a company closing its doors permanently. The company really can't afford to lose key people, no matter what happens, until the final throes of a company's downfall.
Recently I was talking with a colleague about his partner who is also the company's internet expert. This is the man who keeps the company highly ranked in internet search engines, and therefore brings in many new customers. My colleague said of him "If everything fell apart he would be the absolute last person I'd let go; he's that valuable to the company."
If you are the "glue" that binds your company together, or the person who can always be counted on for expertise or accurate information, then you are well on your way to becoming indispensable. This is especially true if you are creating strength in others as well.
It almost comes down to doing the math. If Sally knows only her job, and Tim knows only his job, but Jack knows everyone's jobs... Well, you see where I'm going with this. If you had to let someone go due to business cut-backs or other issues, Jack would definitely not be the first person on your list. I'm not a fan of layoffs for any reason, but having witnessed them several times now, I know that the go-to people are usually quite safe. Become one, and cultivate others for the sake of your company is my best advice.
Chapter 14 Summary Points
- If you have "exclusive expertise or knowledge" you should find ways to transfer it to others as well for the good of your company and yourself.
- Give power away and you get more in return.
- "Go-To" people can be great resources to you, and becoming one can make you "indispensable."
- Become an expert in several areas that matter in your company.
- Become a hub of information and link others to people resources who have the expertise they need for answers.
- Cultivate "go-to" people on your team.
Bill Hanover is author of "No Sucking-Up! How to Win the Job Promotions You Deserve" and a Lean Manufacturing Consultant. You may learn more about "No Sucking-Up" at www.nosuckingup.com or Bill's consulting services at www.tpslean.com
